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Generative AI and Jobs: A global analysis of potential effects on job quantity and quality

This study from the International Labour Organisation examines the global impact of Generative AI, particularly Generative Pre-Trained Transformers (GPTs), on various occupations and job quality. Using the GPT-4 model, it assesses potential exposure at the task level and estimates its effects on employment globally and by income group. Overall, the technology is likely to augment work by automating some tasks within occupations, preserving other responsibilities, rather than fully automating entire professions.

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Employers' Digital Practices at Work Survey

The Digital Futures at Work Research Centre provides comprehensive analysis of the extent of technology adoption by employers, including the reasons for adopting digital technologies, employers’ experiences of digital adoption and the impact of such technologies on the organisation of work, job design, recruitment practices and employee relations.

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Future of Work Hub Discussion Forum: Priorities for 2023 and beyond

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Future of Work Hub Discussion Forum: Priorities for 2023 and beyond

This roundtable discussion explored the trends driving increased flexibility in the workplace and considered a variety of different approaches to flexible working, with a spotlight on the four-day week.

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ICO tech futures: neurotechnology

Neurotechnologies have continued to proliferate in the health and research sector over the past decade and may soon become part of our daily life. Our workplaces, home entertainment and wellbeing services may use neurotechnology to provide more personalised services in the years to come.

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The economic potential of generative AI: The next productivity frontier

Generative AI is poised to unleash the next wave of productivity. We take a first look at where business value could accrue and the potential impacts on the workforce.

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CIPD Good Work Index 2023

The CIPD considers the findings of its latest survey of more than 5,000 UK workers and provides practical guidance for organisations looking to foster “good work”.

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Is your workplace ready for flexible work? A survey offers clues

Flexible work can deliver both better employee engagement and real estate savings. Here’s how tenants and investors can prepare.

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Three Pillars of Workforce Resilience

As employers around the world contend with the greatest workforce disruption in generations, a new global report published by staffing leader Kelly (Nasdaq: KELYA, KELYB) uncovers a striking disconnect between senior executives and talent. The 2023 Kelly Global Re:work Report finds that most organizations are failing to meet the needs of employees and risk erasing progress made during the pandemic. The report identifies resilient organizations thriving amid the disruption, emphasizing the importance of building workforce resilience in today's dynamic labour market.

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Automation Generation Report Understanding the workers thriving with AI-powered automation

As companies continue to navigate disruption and economic uncertainty, they are seeking solutions to stay competitive with leaner teams. Unfortunately, this often means employees are being asked to do more work with less support—causing widespread burnout felt across industries, functions, and demographics. To combat feelings of burnout, we’re seeing heightened employee interest in emerging technologies that enable them to get the job done faster and better. Case in point: OpenAI’s ChatGPT, which surpassed 100 million users only two months after launching.

This UiPath Automation Generation report uncovers the issues the Automation Generation is facing and how they’re using AI-powered automation to address those challenges, based on a survey of more than 6,400 workers from around the world.

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Putting skills first: a framework for action

In Putting Skills First: A Framework for Action, developed in consultation with leading experts from the public and private sectors, The World Economic Forum and PwC delve into “skills-first”, a term used to describe a new approach to talent management that emphasizes a person’s skills and competencies – rather than degrees, job histories or job titles – with regard to attracting, hiring, developing, and redeploying talent. By focusing directly on skills, themselves, rather than on how they have been acquired, a skills-first approach has the potential to democratize access to economic opportunities and pathways to good jobs for many more people than traditional approaches have done. Our analysis of data from a geographically diverse range of 18 economies, estimates that in total, more than 100 million people in these countries could be added to the global talent pool through a skills-first approach.

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